✏High Output Management Book Summary : The essential skill of creating and maintaining new businesses—the art of the entrepreneur—can be summed up in a single word: managing. In High Output Management, Andrew S. Grove, former chairman and CEO (and employee number three) of Intel, shares his perspective on how to build and run a company. Born of Grove’s experiences at one of America’s leading technology companies, this legendary management book is a Silicon Valley staple, equally appropriate for sales managers, accountants, consultants, and teachers, as well as CEOs and startup founders. Grove covers techniques for creating highly productive teams, demonstrating methods of motivation that lead to peak performance—throughout, High Output Management is a practical handbook for navigating real-life business scenarios and a powerful management manifesto with the ability to revolutionize the way we work. From the Trade Paperback edition.

✏High Output Management Book Summary : High Output Management by Andrew S. Grove | Summary & Analysis Preview: First published in 1983, High Output Management by Andrew Grove is a management guide based on Grove’s 15 years of managerial experience and knowledge as a co-founder, president, and chief executive of Intel. As Grove emphasizes in a new introduction to the book, globalization and the information revolution have dramatically changed the workforce, making people ever more replaceable and the market ever more competitive. Companies must adapt to these changes or face their own irrelevance and extinction. The same holds true for workers and managers. Managers, especially middle managers, are often overlooked in business books and forgotten in organizations, yet they are immensely important not only to businesses but to society more broadly. In order to survive and to thrive in their careers, managers must constantly enhance their value by learning and adapting to a changing, often unpredictable business environment… PLEASE NOTE: This is key takeaways and analysis of the book and NOT the original book. Inside this Instaread Summary of High Output Management · Overview of the book · Important People · Key Takeaways · Analysis of Key Takeaways

✏Summary Andrew S Grove s High Output Management Book Summary : This is a Summary of Andrew S. Grove's High Output Management The essential skill of creating and maintaining new businesses-the art of the entrepreneur-can be summed up in a single word: managing. In High Output Management, Andrew S. Grove, former chairman and CEO (and employee number three) of Intel, shares his perspective on how to build and run a company. Born of Grove's experiences at one of America's leading technology companies, this legendary management book is a Silicon Valley staple, equally appropriate for sales managers, accountants, consultants, and teachers, as well as CEOs and startup founders. Grove covers techniques for creating highly productive teams, demonstrating methods of motivation that lead to peak performance-throughout, High Output Management is a practical handbook for navigating real-life business scenarios and a powerful management manifesto with the ability to revolutionize the way we work. Available in a variety of formats, this summary is aimed for those who want to capture the gist of the book but don't have the current time to devour all 272 pages. You get the main summary along with all of the benefits and lessons the actual book has to offer.This is a summary that is not intended to be used without reference to the original book.

✏Measure What Matters Book Summary : #1 New York Times Bestseller Legendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth—and how it can help any organization thrive. In the fall of 1999, John Doerr met with the founders of a start-up whom he'd just given $12.5 million, the biggest investment of his career. Larry Page and Sergey Brin had amazing technology, entrepreneurial energy, and sky-high ambitions, but no real business plan. For Google to change the world (or even to survive), Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They'd have to know when to pull the plug on losing propositions, to fail fast. And they needed timely, relevant data to track their progress—to measure what mattered. Doerr taught them about a proven approach to operating excellence: Objectives and Key Results. He had first discovered OKRs in the 1970s as an engineer at Intel, where the legendary Andy Grove ("the greatest manager of his or any era") drove the best-run company Doerr had ever seen. Later, as a venture capitalist, Doerr shared Grove's brainchild with more than fifty companies. Wherever the process was faithfully practiced, it worked. In this goal-setting system, objectives define what we seek to achieve; key results are how those top-priority goals will be attained with specific, measurable actions within a set time frame. Everyone's goals, from entry level to CEO, are transparent to the entire organization. The benefits are profound. OKRs surface an organization's most important work. They focus effort and foster coordination. They keep employees on track. They link objectives across silos to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost retention. In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that OKRs have spurred at so many great organizations. This book will help a new generation of leaders capture the same magic.

✏Fifty Key Figures in Management Book Summary : Fifty Key Figures in Management is a collection of biographies of fifty people who have helped to make management what it is today - through their ideas, writings and teachings, through practical example and leadership, or both. Featuring business leaders such as Henry Ford, Jack Welch and Bill Gates, all of whom were pioneers in business pratice, the book also includes thinkers and consultants who have helped to redefine the way we think about management, such as Ohmae Kenichi, Fukuzawa Yukichi, Tom Peters and Charles Handy. Moreover, new and emerging aspects of management are covered through the inclusion of such cutting-edge thinkers as Arie de Geus, Max Boisot and Nonaka Ikujiro. Taken together, the fifty biographies presented here described how management emerged as a modern discipline and grew into its present form. Organization, strategy, marketing, production management, human resource management and knowledge management all come together to show how management is a multi-faceted discipline.

✏Simply Managing Book Summary : This book slims down his award-winning work Managing (2009) and provides streamlined advice to help new and experienced managers get it right. Simply Managing answers questions including: How do I deal with the pressures of management? What are the most important elements of my job? And how do I get them right? How do I connect in a job that’s intrinsically disconnected? How do I maintain confidence without becoming arrogant? What are the cornerstones of effective management? It provides thoughtful, yet practical advice from one of the world’s most influential management thinkers.

✏Managing the Unmanageable Book Summary : “Mantle and Lichty have assembled a guide that will help you hire, motivate, and mentor a software development team that functions at the highest level. Their rules of thumb and coaching advice are great blueprints for new and experienced software engineering managers alike.” —Tom Conrad, CTO, Pandora “I wish I’d had this material available years ago. I see lots and lots of ‘meat’ in here that I’ll use over and over again as I try to become a better manager. The writing style is right on, and I love the personal anecdotes.” —Steve Johnson, VP, Custom Solutions, DigitalFish All too often, software development is deemed unmanageable. The news is filled with stories of projects that have run catastrophically over schedule and budget. Although adding some formal discipline to the development process has improved the situation, it has by no means solved the problem. How can it be, with so much time and money spent to get software development under control, that it remains so unmanageable? In Managing the Unmanageable: Rules, Tools, and Insights for Managing Software People and Teams , Mickey W. Mantle and Ron Lichty answer that persistent question with a simple observation: You first must make programmers and software teams manageable. That is, you need to begin by understanding your people—how to hire them, motivate them, and lead them to develop and deliver great products. Drawing on their combined seventy years of software development and management experience, and highlighting the insights and wisdom of other successful managers, Mantle and Lichty provide the guidance you need to manage people and teams in order to deliver software successfully. Whether you are new to software management, or have already been working in that role, you will appreciate the real-world knowledge and practical tools packed into this guide.

✏The 7 Secrets of Influence Book Summary : Ms. Zuker's unique theory of the "Secrets of Influence" is the result of studying the Influence Strategies of hundreds of managers and executives in companies in the U.S., Canada and internationally. Combining academic discipline with her years of practical business experience, she created the unique "Secrets of Influence Styles Inventory" and her elegant but simple step-by-step system for building on one's existing Influence skills and formulating a personal Influence Strategy (details of the statistical studies are in the appendix of the eBook). This highly practical guide, filled with realistic advice on succeeding in today's unpredictable business and social climates, enables the reader to learn the skills needed to persuade the boss to try a new idea or approach, to influence subordinates to work together more productively, or to induce a school or community group to adopt - or defeat - a proposal. Identifying and explaining the basic influence styles, the author tells how to determine one's natural style and, even more important, how to develop better "radar" to detect the influence styles of others. Understanding that we all must interact with many different types of people in both business and social settings, in addition to the new media we are all using, these techniques allow us to exert more influence in all our relationships. Given such realities, Zuker demonstrates which style is most effective for accomplishing varying goals: creating a common vision, establishing trust, fostering an atmosphere conductive to an open exchange of ideas or a rational discussion of hard data, encouraging creative and innovative solutions to problems, or motivating unimaginative or recalcitrant people. The Seven Secrets of Influence is filled with vital Information on such topics as how to use verbal and nonverbal clues to create instant rapport, gain credibility with others, motivate cautious people, overcome the problems caused by overlapping or unclear authority, and gain the support of key decision makers for important projects Powerful and practical, this eBook is essential reading for any manager or communicator in today's tough business climate.